Ch6 OrgCulture Climate

7/31/2019 Ch6 OrgCulture Climate

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Copyright Allyn & Bacon 2007 1

Chapter 6

Organizational Culture and OrganizationalChange

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Human Resources Development

One can act through two theoretical

approaches:

Classical Organizational or Traditional

Bureaucratic

Helps organize and manage the organization,

but will not help motivate staff.


Taps the higher order motivational needs of the

people in the organization.


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HRD is concerned with how leaders structure thework environment to socialize individuals to theorganization. This affects how individuals developperceptions, values, and beliefs concerning theorganization and what influence these inner stateshave on behavior.

This is the realm of organizational climate andorganizational culture.

Important individuals in the development of the field:Kurt Lewin, Philip Selznick, Marshall Meyer,Andrew Haplin, Don Croft, and Michael Rutter.


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Defining and Describing Organizational

Culture and Climate

Different schools have distinct personalities

due to the particular social system of each

school.

This social system has a CLIMATE that is

defined as the characteristics of the total

environments in a school building.

Renato Tagiuris model identifies four

elements that comprise climate.


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Defining and Describing Organizational

Culture and Climate (continued)

Tagiuiris Model is composed of four dimensions:

Ecology.

Milieu.

Social System (Organization).

Culture.

See Figures 6.1 through 6.5


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Research on Organizational Culture

Theory Z : William Ouchi

Ouchi compared Japanese and U.S. management

practices.

He applied Japanese practices in the U.S. and, using

McGregors concept of Theory X and Y, called it

Theory Z.

Theory Z accepts the concepts of human resources

development.


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Research on Organizational Culture(continued)

In Search of Excellence byTom Peters

Research showed that successful organizations,

including schools, had a consistent theme: the

power of values and culture in thesecorporations rather than procedures and

control systems, provides the glue that holds

them together, stimulates commitment to acommon mission, and galvanizes the

creativity and energy of their participants.


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Organizational Culture and Climate

Compared and Contrasted

Culture refers to the behavioral norms,

assumptions, and beliefs of an organization.

the way things are done around here.

Climate refers to perceptions of persons in

the organization that reflect those norms,

assumptions, and beliefs.


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Organizational Culture and Climate

Compared and Contrasted (continued)

Scheins Model of Levels of Culture describes cultureas: A body of solutions to problems that is believed to be the

correct method for perceiving & thinking about problems.

These solutions become assumptions about reality, truth,human relations, etc.

These assumptions become internalized and operate as a setof unconscious assumptions taken for granted.

These assumptions are manifest by artifacts andvalues that can be studied through qualitativemethods.

See Figure 6.6 for a depiction of Scheins model.


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How Organizational Culture is Created

Culture is developed over time from :

An organizations history, composed of traditions

and rituals that are passed to succeeding

generations.Stories of heroes and heroines are important.

Values and beliefs that are embodied in the

traditions and rituals. Behavioral norms that result (e.g., bell schedules,

7-period day).


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How Organizational Culture is Created(continued)

Organizational culture has a powerfulimpact on climate:

Rosabeth Moss Kanters study of successfulU.S. corporations.

High performers have a culture of pride.

This is found in organizations that areintegrative.

This culture fosters a climate of success.


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How Organizational Culture is Created(continued)

Subunits within an organization may have

cultures of their own resulting in multiple

cultures.

Theory X administrators believe this conflicts with

their authority.

Theory Y administrators accept them as natural.


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How Organizational Climate is Created

Organizational climate is created by the dynamicinteraction of:

Ecology

Milieu Organizational Structure

Culture

With perhaps culture being the most powerfuldeterminant.

Roots of organizational culture are in Kurt Lewinswork: B=f(p x e).

Example of the Carnegie Unit of Instruction impact on schools.


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How Organizational Climate is Created(continued)

Behavioral Settings: the complex physical and

psychological environment of the organization in

which individuals interact.

Examples: Roger Barker and Paul Gump

Leonard Baird

Seymour Sarason

James B. Conant

Seymour Sarason


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How Organizational Climate is Created(continued)

Interaction-Influence System is the central concept in

Organizational Behavior.

The structure and processes of interactions among

individuals is the interaction-influence system. Interaction-Influence System includes:

Communication, motivation, leadership goals setting,

decisions making, coordination, control and evaluation.

How these work in a school influence and shape behavior.

Describing organizations, therefore, is describing the

interaction-influence system.


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Relationship Between Organizational Culture

and Organizational Effectiveness

Rensis Likerts analysis led him to conclude that

there are causal variables under a leaders control

that affect climate and organization performance :

Organization structure: bureaucratic or flexible.

Leadership style: authoritative or democratic.

Philosophy of operation: consensus decision making or

not.

The choices leaders makes are critical to

determining the nature of the management system

in the organization. That is, Likerts System 1, 2, 3,

or 4.


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Relationship Between Organizational Culture

and Organizational Effectiveness (continued)

The Problem of Measuring School Effectiveness

Identifying independent and dependent variables.

Studies by

Wilbur BrookoverChristopher Jencks

Joyce Epstein

Rudolf Moos

Findings from these type studies support the notionthat many variables that can positively affect suchoutcomes as achievement and motivation of studentsare in control of leaders and teachers.


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Describing and Assessing Climate

Many instruments exist to measure school climate:

The OCDQ by Halpin and Croft is used to describeOpen and Closedschoolclimates:

Perceptions of teachers: Intimacy, Disengagement, Espirit,Hindrance.

Perceptions of the principal: Thrust, Consideration,Aloofness, Production Emphasis.

The OCI by George Stern and Carl Steinhoff

Six factors: Intellectual Climate, Achievement Standards,Personal Dignity (Supportiveness), OrganizationalEffectiveness, Orderliness, Impulse Control.


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Four Management Systems

Each of Likerts four management systems have

identifiable organizational climates:

System 1: Exploitive-Authoritarian.

System 2: Benevolent Authoritative.

System 3: Consultative.

System 4: Participative Group.

Good communication requires effective use of theLinking-Pin concept.

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Ch6 OrgCulture Climate